Description

Unilever's Lipton Tea had been successful with the first phase of its certification partnership with Rainforest Alliance. Now the company faced challenges in how to push forward with the transformation of more difficult parts of the supply chain and how to market sustainable tea in developing markets like India.

Learning objective:

This case explores Unilever's transition to "sustainable tea", focusing both on the costs and benefits of building a sustainable supply chain and the question of whether consumers are willing to pay for it. Unilever has been successful bringing sustainable tea to developed markets - can it replicate that success in the developing world?